Lean Empowerment and Respect for People: The Evolution of Lean Production Systems
Lean Production will no longer serve the contemporary workforce: Knowledge workers. If you are reading this, you are likely a knowledge worker who deserves more than a repackaging of the same ideas
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Oxford
Productivity Press
2024
|
| Ausgabe: | 1st ed |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | Lean Production will no longer serve the contemporary workforce: Knowledge workers. If you are reading this, you are likely a knowledge worker who deserves more than a repackaging of the same ideas |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (193 Seiten) |
| ISBN: | 9781003846062 |
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| 245 | 1 | 0 | |a Lean Empowerment and Respect for People |b The Evolution of Lean Production Systems |
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| 505 | 8 | |a Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- List of Figures -- Acknowledgments -- About the Author -- Introduction -- Outline -- Literary Context: Primary and Secondary Sources -- Historical Context: Mass, Craft, and Lean Production Systems -- Mass Production System -- Craft Production System -- Lean Production System -- Lean Empowerment System -- Philosophical Context: The Two Seasons of Lean -- Control and Breakthrough (Juran) -- Maintenance and Kaizen (Improvement) (Imai) -- Experiential Context: Stories -- Notes -- Part I: Theory -- Chapter 1: The Vices of Production and the Virtues of Empowerment -- Virtue and Vice -- Virtue and Vice Are Communal Terms -- Virtue and Vice Develop Gradually -- Virtue Is the Balance Between Deficiency (Vice) and Excess (Vice) -- Vice 1: Hero Dependence -- Excess: Fabricated Villains -- Deficiency: Martyrdom -- Virtue: Ordinariness -- Reward Laziness -- Devalue "Hard Work" -- Remove the Underbrush -- Vice 2: Management Dependence -- Excess: Taking the Burden -- Deficiency: Stealth Transformation -- Virtue: Peer Problem Solving -- Vice 3: Project Dependence -- Excess: Megalomania -- Deficiency: Project Managers -- Virtue: Kaizen -- Vice 4: Urgency Dependence -- Excess: Flavor of the Week -- Deficiency: Self-Against Strategies -- Virtue: Design -- Notes -- Chapter 2: Lessons Learned from Lean Production -- Discontinuous Improvement Projects -- The Method -- The Lessons Learned (Virtues) -- No Virtues (Ordinary People, Peer Problem Solving, Kaizen, or Design) -- Learning #1 -- Learning #2 -- Learning #3 -- Learning #4 -- The Shortcomings (Vices) -- Project Dependence -- Urgency Dependence -- QC Circles -- The Method -- The Lessons Learned (Virtues) -- Ordinary People -- Peer Problem Solving -- Kaizen: Projects vs Experiments -- Kaizen: Months vs Weeks | |
| 505 | 8 | |a Design - Purposeful Siloes -- The Shortcomings (Vices) -- Management Dependence -- Hero Dependence -- Urgency Dependence -- Daily Management -- The Method -- The Lessons Learned (Virtues) -- Design -- The Shortcomings (Vices) -- Urgency Dependence -- Management Dependence Control -- Management Dependence - Timetables -- Summary of Learnings -- Learnings from Successes (Virtues of Empowerment) -- Learnings from Shortcomings (Vices of Production) -- Notes -- Part II: Practice -- Chapter 3: The Lean Empowerment System -- System, People, Process, and Technology -- Complexity Is Layered Simplicity -- Notes -- Chapter 4: System -- The Elements: Reductionism and Systems Thinking -- The Relationship Between Elements: Trinitarian Theology -- The Purpose of a System: Telos -- Three System Models -- Self-Organizing: Open-Source System -- Self-Aware: Microsystem -- Organic: Complex Adaptive System (CAS) -- Notes -- Chapter 5: People -- Lateral Leaders -- Change Agents -- Primary Source: Toussaint -- Attractors -- Primary Sources: TWI (Training Within Industry), Shingo -- Experienced Amateurs -- Primary Sources: Juran, Deming, Shewart -- The Gemba Incarnate -- Primary Source: Imai -- Artisans -- Primary Source: Juran -- Internal Consultants -- Primary Sources: Imai, Toussaint -- Sensors -- Primary Sources: Juran, Deming, Shingo, Training Within Industry (TWI) -- Induction Educators -- Primary Source: Training Within Industry (TWI) -- The Job of Lateral Leaders -- The Process Improvement Team -- Notes -- Chapter 6: Process -- Kaizen -- Change: From Kai to Zen, and Back Again -- Suggestion System -- The History: TWI (Training Within Industry) -- The Context: Psychological Safety -- The Data: Quantifying Improvement -- A Warning: Motivation and Rewards -- Standard Work -- The Problem: Variation -- The Solution: Standardization | |
| 505 | 8 | |a But Wait... Don't Standards Threaten My Freedom? -- How to Write Standard Work (SDCA) -- The Float and the 80/20 Rule -- The "Middle Flow" -- Habits, Error-Proofing, and Choice Architecture -- National Standards Are Starting Points -- Beware the Binder -- How to Improve Standard Work (PDCA) -- Constructive Complaining -- The Role of Managers When Standards Exist -- Standard Work for Leaders -- Leader Standard Work vs. Standard Work for Leaders -- Can We Standardize the Work of Leaders? -- Communication: Silence the Crying Wolf -- Tasks: Checklists and Visual Task Boards -- Productive Forgetfulness -- My Tasks -- Unfocused -- Forgetful -- Anxious -- Others' Tasks for Me -- What Should I Forget? Search Engine -- Notes -- Chapter 7: Technology -- Tools for Accountability -- Frontline Staff: Data -- Data -- Job Duty Assignment -- Improvement Methodology -- Leadership: Strategic Framework -- Tools for Personal Development -- Personal: Work-Life Integration -- Relational: Mentorship -- Communal: Digital Collaboration Platforms -- Notes -- Conclusion -- Note -- Index | |
| 520 | |a Lean Production will no longer serve the contemporary workforce: Knowledge workers. If you are reading this, you are likely a knowledge worker who deserves more than a repackaging of the same ideas | ||
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Gundlach, Trevor |t Lean Empowerment and Respect for People |d Oxford : Productivity Press,c2024 |z 9781032644110 |
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| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-035437903 | |
| 966 | e | |u https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=31088313 |l DE-2070s |p ZDB-30-PQE |q HWR_PDA_PQE |x Aggregator |3 Volltext | |
Datensatz im Suchindex
| _version_ | 1818760560857055232 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Gundlach, Trevor |
| author_facet | Gundlach, Trevor |
| author_role | aut |
| author_sort | Gundlach, Trevor |
| author_variant | t g tg |
| building | Verbundindex |
| bvnumber | BV050100741 |
| collection | ZDB-30-PQE |
| contents | Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- List of Figures -- Acknowledgments -- About the Author -- Introduction -- Outline -- Literary Context: Primary and Secondary Sources -- Historical Context: Mass, Craft, and Lean Production Systems -- Mass Production System -- Craft Production System -- Lean Production System -- Lean Empowerment System -- Philosophical Context: The Two Seasons of Lean -- Control and Breakthrough (Juran) -- Maintenance and Kaizen (Improvement) (Imai) -- Experiential Context: Stories -- Notes -- Part I: Theory -- Chapter 1: The Vices of Production and the Virtues of Empowerment -- Virtue and Vice -- Virtue and Vice Are Communal Terms -- Virtue and Vice Develop Gradually -- Virtue Is the Balance Between Deficiency (Vice) and Excess (Vice) -- Vice 1: Hero Dependence -- Excess: Fabricated Villains -- Deficiency: Martyrdom -- Virtue: Ordinariness -- Reward Laziness -- Devalue "Hard Work" -- Remove the Underbrush -- Vice 2: Management Dependence -- Excess: Taking the Burden -- Deficiency: Stealth Transformation -- Virtue: Peer Problem Solving -- Vice 3: Project Dependence -- Excess: Megalomania -- Deficiency: Project Managers -- Virtue: Kaizen -- Vice 4: Urgency Dependence -- Excess: Flavor of the Week -- Deficiency: Self-Against Strategies -- Virtue: Design -- Notes -- Chapter 2: Lessons Learned from Lean Production -- Discontinuous Improvement Projects -- The Method -- The Lessons Learned (Virtues) -- No Virtues (Ordinary People, Peer Problem Solving, Kaizen, or Design) -- Learning #1 -- Learning #2 -- Learning #3 -- Learning #4 -- The Shortcomings (Vices) -- Project Dependence -- Urgency Dependence -- QC Circles -- The Method -- The Lessons Learned (Virtues) -- Ordinary People -- Peer Problem Solving -- Kaizen: Projects vs Experiments -- Kaizen: Months vs Weeks Design - Purposeful Siloes -- The Shortcomings (Vices) -- Management Dependence -- Hero Dependence -- Urgency Dependence -- Daily Management -- The Method -- The Lessons Learned (Virtues) -- Design -- The Shortcomings (Vices) -- Urgency Dependence -- Management Dependence Control -- Management Dependence - Timetables -- Summary of Learnings -- Learnings from Successes (Virtues of Empowerment) -- Learnings from Shortcomings (Vices of Production) -- Notes -- Part II: Practice -- Chapter 3: The Lean Empowerment System -- System, People, Process, and Technology -- Complexity Is Layered Simplicity -- Notes -- Chapter 4: System -- The Elements: Reductionism and Systems Thinking -- The Relationship Between Elements: Trinitarian Theology -- The Purpose of a System: Telos -- Three System Models -- Self-Organizing: Open-Source System -- Self-Aware: Microsystem -- Organic: Complex Adaptive System (CAS) -- Notes -- Chapter 5: People -- Lateral Leaders -- Change Agents -- Primary Source: Toussaint -- Attractors -- Primary Sources: TWI (Training Within Industry), Shingo -- Experienced Amateurs -- Primary Sources: Juran, Deming, Shewart -- The Gemba Incarnate -- Primary Source: Imai -- Artisans -- Primary Source: Juran -- Internal Consultants -- Primary Sources: Imai, Toussaint -- Sensors -- Primary Sources: Juran, Deming, Shingo, Training Within Industry (TWI) -- Induction Educators -- Primary Source: Training Within Industry (TWI) -- The Job of Lateral Leaders -- The Process Improvement Team -- Notes -- Chapter 6: Process -- Kaizen -- Change: From Kai to Zen, and Back Again -- Suggestion System -- The History: TWI (Training Within Industry) -- The Context: Psychological Safety -- The Data: Quantifying Improvement -- A Warning: Motivation and Rewards -- Standard Work -- The Problem: Variation -- The Solution: Standardization But Wait... Don't Standards Threaten My Freedom? -- How to Write Standard Work (SDCA) -- The Float and the 80/20 Rule -- The "Middle Flow" -- Habits, Error-Proofing, and Choice Architecture -- National Standards Are Starting Points -- Beware the Binder -- How to Improve Standard Work (PDCA) -- Constructive Complaining -- The Role of Managers When Standards Exist -- Standard Work for Leaders -- Leader Standard Work vs. Standard Work for Leaders -- Can We Standardize the Work of Leaders? -- Communication: Silence the Crying Wolf -- Tasks: Checklists and Visual Task Boards -- Productive Forgetfulness -- My Tasks -- Unfocused -- Forgetful -- Anxious -- Others' Tasks for Me -- What Should I Forget? Search Engine -- Notes -- Chapter 7: Technology -- Tools for Accountability -- Frontline Staff: Data -- Data -- Job Duty Assignment -- Improvement Methodology -- Leadership: Strategic Framework -- Tools for Personal Development -- Personal: Work-Life Integration -- Relational: Mentorship -- Communal: Digital Collaboration Platforms -- Notes -- Conclusion -- Note -- Index |
| ctrlnum | (ZDB-30-PQE)EBC31088313 (ZDB-30-PAD)EBC31088313 (ZDB-89-EBL)EBL31088313 (OCoLC)1419869188 (DE-599)BVBBV050100741 |
| dewey-full | 658.5 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.5 |
| dewey-search | 658.5 |
| dewey-sort | 3658.5 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV050100741 |
| illustrated | Not Illustrated |
| indexdate | 2024-12-18T07:00:34Z |
| institution | BVB |
| isbn | 9781003846062 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035437903 |
| oclc_num | 1419869188 |
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| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (193 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2024 |
| publishDateSearch | 2024 |
| publishDateSort | 2024 |
| publisher | Productivity Press |
| record_format | marc |
| spelling | Gundlach, Trevor Verfasser aut Lean Empowerment and Respect for People The Evolution of Lean Production Systems 1st ed Oxford Productivity Press 2024 ©2024 1 Online-Ressource (193 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- List of Figures -- Acknowledgments -- About the Author -- Introduction -- Outline -- Literary Context: Primary and Secondary Sources -- Historical Context: Mass, Craft, and Lean Production Systems -- Mass Production System -- Craft Production System -- Lean Production System -- Lean Empowerment System -- Philosophical Context: The Two Seasons of Lean -- Control and Breakthrough (Juran) -- Maintenance and Kaizen (Improvement) (Imai) -- Experiential Context: Stories -- Notes -- Part I: Theory -- Chapter 1: The Vices of Production and the Virtues of Empowerment -- Virtue and Vice -- Virtue and Vice Are Communal Terms -- Virtue and Vice Develop Gradually -- Virtue Is the Balance Between Deficiency (Vice) and Excess (Vice) -- Vice 1: Hero Dependence -- Excess: Fabricated Villains -- Deficiency: Martyrdom -- Virtue: Ordinariness -- Reward Laziness -- Devalue "Hard Work" -- Remove the Underbrush -- Vice 2: Management Dependence -- Excess: Taking the Burden -- Deficiency: Stealth Transformation -- Virtue: Peer Problem Solving -- Vice 3: Project Dependence -- Excess: Megalomania -- Deficiency: Project Managers -- Virtue: Kaizen -- Vice 4: Urgency Dependence -- Excess: Flavor of the Week -- Deficiency: Self-Against Strategies -- Virtue: Design -- Notes -- Chapter 2: Lessons Learned from Lean Production -- Discontinuous Improvement Projects -- The Method -- The Lessons Learned (Virtues) -- No Virtues (Ordinary People, Peer Problem Solving, Kaizen, or Design) -- Learning #1 -- Learning #2 -- Learning #3 -- Learning #4 -- The Shortcomings (Vices) -- Project Dependence -- Urgency Dependence -- QC Circles -- The Method -- The Lessons Learned (Virtues) -- Ordinary People -- Peer Problem Solving -- Kaizen: Projects vs Experiments -- Kaizen: Months vs Weeks Design - Purposeful Siloes -- The Shortcomings (Vices) -- Management Dependence -- Hero Dependence -- Urgency Dependence -- Daily Management -- The Method -- The Lessons Learned (Virtues) -- Design -- The Shortcomings (Vices) -- Urgency Dependence -- Management Dependence Control -- Management Dependence - Timetables -- Summary of Learnings -- Learnings from Successes (Virtues of Empowerment) -- Learnings from Shortcomings (Vices of Production) -- Notes -- Part II: Practice -- Chapter 3: The Lean Empowerment System -- System, People, Process, and Technology -- Complexity Is Layered Simplicity -- Notes -- Chapter 4: System -- The Elements: Reductionism and Systems Thinking -- The Relationship Between Elements: Trinitarian Theology -- The Purpose of a System: Telos -- Three System Models -- Self-Organizing: Open-Source System -- Self-Aware: Microsystem -- Organic: Complex Adaptive System (CAS) -- Notes -- Chapter 5: People -- Lateral Leaders -- Change Agents -- Primary Source: Toussaint -- Attractors -- Primary Sources: TWI (Training Within Industry), Shingo -- Experienced Amateurs -- Primary Sources: Juran, Deming, Shewart -- The Gemba Incarnate -- Primary Source: Imai -- Artisans -- Primary Source: Juran -- Internal Consultants -- Primary Sources: Imai, Toussaint -- Sensors -- Primary Sources: Juran, Deming, Shingo, Training Within Industry (TWI) -- Induction Educators -- Primary Source: Training Within Industry (TWI) -- The Job of Lateral Leaders -- The Process Improvement Team -- Notes -- Chapter 6: Process -- Kaizen -- Change: From Kai to Zen, and Back Again -- Suggestion System -- The History: TWI (Training Within Industry) -- The Context: Psychological Safety -- The Data: Quantifying Improvement -- A Warning: Motivation and Rewards -- Standard Work -- The Problem: Variation -- The Solution: Standardization But Wait... Don't Standards Threaten My Freedom? -- How to Write Standard Work (SDCA) -- The Float and the 80/20 Rule -- The "Middle Flow" -- Habits, Error-Proofing, and Choice Architecture -- National Standards Are Starting Points -- Beware the Binder -- How to Improve Standard Work (PDCA) -- Constructive Complaining -- The Role of Managers When Standards Exist -- Standard Work for Leaders -- Leader Standard Work vs. Standard Work for Leaders -- Can We Standardize the Work of Leaders? -- Communication: Silence the Crying Wolf -- Tasks: Checklists and Visual Task Boards -- Productive Forgetfulness -- My Tasks -- Unfocused -- Forgetful -- Anxious -- Others' Tasks for Me -- What Should I Forget? Search Engine -- Notes -- Chapter 7: Technology -- Tools for Accountability -- Frontline Staff: Data -- Data -- Job Duty Assignment -- Improvement Methodology -- Leadership: Strategic Framework -- Tools for Personal Development -- Personal: Work-Life Integration -- Relational: Mentorship -- Communal: Digital Collaboration Platforms -- Notes -- Conclusion -- Note -- Index Lean Production will no longer serve the contemporary workforce: Knowledge workers. If you are reading this, you are likely a knowledge worker who deserves more than a repackaging of the same ideas Erscheint auch als Druck-Ausgabe Gundlach, Trevor Lean Empowerment and Respect for People Oxford : Productivity Press,c2024 9781032644110 |
| spellingShingle | Gundlach, Trevor Lean Empowerment and Respect for People The Evolution of Lean Production Systems Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- List of Figures -- Acknowledgments -- About the Author -- Introduction -- Outline -- Literary Context: Primary and Secondary Sources -- Historical Context: Mass, Craft, and Lean Production Systems -- Mass Production System -- Craft Production System -- Lean Production System -- Lean Empowerment System -- Philosophical Context: The Two Seasons of Lean -- Control and Breakthrough (Juran) -- Maintenance and Kaizen (Improvement) (Imai) -- Experiential Context: Stories -- Notes -- Part I: Theory -- Chapter 1: The Vices of Production and the Virtues of Empowerment -- Virtue and Vice -- Virtue and Vice Are Communal Terms -- Virtue and Vice Develop Gradually -- Virtue Is the Balance Between Deficiency (Vice) and Excess (Vice) -- Vice 1: Hero Dependence -- Excess: Fabricated Villains -- Deficiency: Martyrdom -- Virtue: Ordinariness -- Reward Laziness -- Devalue "Hard Work" -- Remove the Underbrush -- Vice 2: Management Dependence -- Excess: Taking the Burden -- Deficiency: Stealth Transformation -- Virtue: Peer Problem Solving -- Vice 3: Project Dependence -- Excess: Megalomania -- Deficiency: Project Managers -- Virtue: Kaizen -- Vice 4: Urgency Dependence -- Excess: Flavor of the Week -- Deficiency: Self-Against Strategies -- Virtue: Design -- Notes -- Chapter 2: Lessons Learned from Lean Production -- Discontinuous Improvement Projects -- The Method -- The Lessons Learned (Virtues) -- No Virtues (Ordinary People, Peer Problem Solving, Kaizen, or Design) -- Learning #1 -- Learning #2 -- Learning #3 -- Learning #4 -- The Shortcomings (Vices) -- Project Dependence -- Urgency Dependence -- QC Circles -- The Method -- The Lessons Learned (Virtues) -- Ordinary People -- Peer Problem Solving -- Kaizen: Projects vs Experiments -- Kaizen: Months vs Weeks Design - Purposeful Siloes -- The Shortcomings (Vices) -- Management Dependence -- Hero Dependence -- Urgency Dependence -- Daily Management -- The Method -- The Lessons Learned (Virtues) -- Design -- The Shortcomings (Vices) -- Urgency Dependence -- Management Dependence Control -- Management Dependence - Timetables -- Summary of Learnings -- Learnings from Successes (Virtues of Empowerment) -- Learnings from Shortcomings (Vices of Production) -- Notes -- Part II: Practice -- Chapter 3: The Lean Empowerment System -- System, People, Process, and Technology -- Complexity Is Layered Simplicity -- Notes -- Chapter 4: System -- The Elements: Reductionism and Systems Thinking -- The Relationship Between Elements: Trinitarian Theology -- The Purpose of a System: Telos -- Three System Models -- Self-Organizing: Open-Source System -- Self-Aware: Microsystem -- Organic: Complex Adaptive System (CAS) -- Notes -- Chapter 5: People -- Lateral Leaders -- Change Agents -- Primary Source: Toussaint -- Attractors -- Primary Sources: TWI (Training Within Industry), Shingo -- Experienced Amateurs -- Primary Sources: Juran, Deming, Shewart -- The Gemba Incarnate -- Primary Source: Imai -- Artisans -- Primary Source: Juran -- Internal Consultants -- Primary Sources: Imai, Toussaint -- Sensors -- Primary Sources: Juran, Deming, Shingo, Training Within Industry (TWI) -- Induction Educators -- Primary Source: Training Within Industry (TWI) -- The Job of Lateral Leaders -- The Process Improvement Team -- Notes -- Chapter 6: Process -- Kaizen -- Change: From Kai to Zen, and Back Again -- Suggestion System -- The History: TWI (Training Within Industry) -- The Context: Psychological Safety -- The Data: Quantifying Improvement -- A Warning: Motivation and Rewards -- Standard Work -- The Problem: Variation -- The Solution: Standardization But Wait... Don't Standards Threaten My Freedom? -- How to Write Standard Work (SDCA) -- The Float and the 80/20 Rule -- The "Middle Flow" -- Habits, Error-Proofing, and Choice Architecture -- National Standards Are Starting Points -- Beware the Binder -- How to Improve Standard Work (PDCA) -- Constructive Complaining -- The Role of Managers When Standards Exist -- Standard Work for Leaders -- Leader Standard Work vs. Standard Work for Leaders -- Can We Standardize the Work of Leaders? -- Communication: Silence the Crying Wolf -- Tasks: Checklists and Visual Task Boards -- Productive Forgetfulness -- My Tasks -- Unfocused -- Forgetful -- Anxious -- Others' Tasks for Me -- What Should I Forget? Search Engine -- Notes -- Chapter 7: Technology -- Tools for Accountability -- Frontline Staff: Data -- Data -- Job Duty Assignment -- Improvement Methodology -- Leadership: Strategic Framework -- Tools for Personal Development -- Personal: Work-Life Integration -- Relational: Mentorship -- Communal: Digital Collaboration Platforms -- Notes -- Conclusion -- Note -- Index |
| title | Lean Empowerment and Respect for People The Evolution of Lean Production Systems |
| title_auth | Lean Empowerment and Respect for People The Evolution of Lean Production Systems |
| title_exact_search | Lean Empowerment and Respect for People The Evolution of Lean Production Systems |
| title_full | Lean Empowerment and Respect for People The Evolution of Lean Production Systems |
| title_fullStr | Lean Empowerment and Respect for People The Evolution of Lean Production Systems |
| title_full_unstemmed | Lean Empowerment and Respect for People The Evolution of Lean Production Systems |
| title_short | Lean Empowerment and Respect for People |
| title_sort | lean empowerment and respect for people the evolution of lean production systems |
| title_sub | The Evolution of Lean Production Systems |
| work_keys_str_mv | AT gundlachtrevor leanempowermentandrespectforpeopletheevolutionofleanproductionsystems |